Strategic Planning Process Sample Clauses

Strategic Planning Process. Section 2.10 of the Governance Agreement sets forth certain provisions regarding the preparation from time to time of a three-year Strategic Plan by the management of the Corporation and the consideration and approval of such Strategic Plan by the Board of Directors, which provisions are incorporated herein and made a part of these Bylaws.
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Strategic Planning Process. Working in partnership with the CEO and Executive Team, owns the end-to-end strategic planning process and provides functional excellence in strategic planning to the organization. Acts as a key partner to the business in developing the annual Business Strategic Review, which is a five year plan dimensioning the strategic priorities for the organization. • Implements a methodology and process for formulating vision and strategy and ensuring a continuous cycle of update into the future year. Acts as an active guide in the strategic technology vision and business direction (i.e. selection of strategic markets) for the organization. • Maintains significant interaction with customers, suppliers, marketing and engineering/development teams to effectively evaluate future programs under consideration; and advises the CEO, the Executive Team, and other internal team members on these matters. Strategy Spokesperson: • Actively speaks at, presents, and/or participates in customer presentations, “world tours”, and trade show activities as appropriate. • Presents at Board Meetings as requested or required. Other duties may be assigned. Management reserves the right to change these duties at any time. SUPERVISORY RESPONSIBILITIES The VP of Corporate Strategy & Business Development has no direct reports.
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Strategic Planning Process. 14 6.3.1 Presentation of Strategic Plan............................................ 14 6.3.2 Strategic Review.......................................................... 14 6.4
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Strategic Planning Process. (a) Management of the Company shall prepare and propose to the Board of Directors a three year Strategic Plan, beginning with the period 1996-1998. The Strategic Plan for 1996-1998 will be proposed to the Board of Directors within six months of the Closing, and a Strategic Plan for each subsequent period will be proposed not later than two months before the beginning of the first fiscal year covered by such Plan. The goals of each Strategic Plan shall be aggressive but reasonable and achievable. In connection with the preparation of each Strategic Plan, management of the Company shall confer on a reasonable basis with the Investor Directors.
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Strategic Planning Process. 16 SECTION 2.10.
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Strategic Planning Process. (a) The Chief Executive Officer (as defined in the By-Laws) of Holdings shall, on an annual basis, cause to be prepared and proposed to the Board, a Strategic Plan covering a five-year period beginning with the period 1998-2002. The initial Strategic Plan shall be proposed to the Board within 45 days after the Contribution Closing. Thereafter, the Strategic Plan for each year (and the five-year period) shall be proposed to the Board not later than September 1 of the preceding year. In connection with the preparation of each Strategic Plan, the Chief Executive Officer shall confer on a reasonable basis with the Board.
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Strategic Planning Process. All Full Members (Level 1) are required to report outcomes against their areas of responsibilities allocated to them in the CWGPCP Strategic Plan. (see Appendix 11: Communication Strategy)
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Strategic Planning Process. ‌ In a coordinated effort with Bureaus and Offices, the OCIO developed this IRM Strategic Plan in alignment with the DOI Strategic Plan, 2018-2022 (Figure 1) to ensure that information resources and IT improvements continue to provide vitally important support to missions and functions dedicated to protecting natural resources and sustaining our ecosystems and cultural heritage. OCIO solicited the IRM needs of mission programs and ACIO partners across the Department to determine enterprise-wide priority initiatives that would have the greatest impact for Bureaus and Offices1. XXXX then analyzed the IRM needs within the context of Federal policy guidance and mandates like the President’s Management Agenda (PMA) and the Federal Information Technology Acquisition Reform Act (FITARA). During the strategy development process, the OCIO and its partners also considered the recent restructuring of DOI into twelve unified regions and the implications for IT support to mission programs. The result is an IRM Strategic Plan that establishes a common vision for OCIO and ACIO partners to provide exceptional IT service delivery and address enterprise-wide needs relevant to all Bureaus and Offices. The six strategic Goals (Figure 2) focus on maturing governance processes, modernizing IT system interoperability and providing real-time, robust data so leaders have visibility into fiscal spending and system performance to make better decisions collaboratively. It serves as the Department’s roadmap for achieving priority IT and resource management investments, informed by customers’ experience, which will also guide IRM leadership in making appropriate investments in IT workforce development. Collectively, these Goals will enable the Department to link investments to performance improvements and mission outcomes.
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Strategic Planning Process. This strategic plan was developed after extensive consultations among civil society organizations in and outside the country. As part of the process, three workshops that include; training of trainers on the key provisions of the South Sudan Petroleum Laws & Regulations in July 2018; the South Sudan Civil Society Forum strategy meeting held in September 2018 in Nairobi, Kenya and the CSCNR strategy meeting conducted in October 2018 in Juba, South Sudan, shaped this document. During these consultations, civil society leaders brainstormed on the need to form CSCNR, develop a roadmap for advocacy on natural resources sector investment and the need to unify efforts to increase civil society participation in public finance monitoring specifically linked to chapter four of the Revitalized Peace Agreement.
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Related to Strategic Planning Process

  • Strategic Planning Facilitate the effective alignment of IT requirements/ Information Resource Management (IRM) plans with strategic business plans and program initiatives. Management Improvements: Development and implementation of improved systems and business practices to optimize productivity and service delivery operations (e.g., analysis, and implementation of improvements in the flow of IT work and program processes and tool utilization, including business system analysis, identification of requirements for streamlining, re-engineering, or re-structuring internal systems/business processes for improvement, determination of IT solution alternatives, benchmarking).

  • Strategic Plan (1) Within ninety (90) days, the Board shall adopt, implement, and thereafter ensure Bank adherence to a written strategic plan for the Bank covering at least a three-year period. The strategic plan shall establish objectives for the Bank's overall risk profile, earnings performance, growth, balance sheet mix, off-balance sheet activities, liability structure, capital adequacy, reduction in the volume of nonperforming assets, product line development and market segments that the Bank intends to promote or develop, together with strategies to achieve those objectives and, at a minimum, include:

  • Information Systems Acquisition Development and Maintenance Security of System Files. To protect City Information Processing Systems and system files containing information, Service Provider will ensure that access to source code is restricted to authorized users whose specific job function necessitates such access.

  • Clinical Development Licensee will have sole responsibility for and sole decision making over the clinical development of any Product arising from the Research Program in the Field. Notwithstanding the foregoing, if Licensee wishes to conduct clinical development of a Development Candidate at Penn and Penn has the clinical expertise, interest and ability to run such a trial as assessed at Penn’s sole discretion, such a study will be conducted under a separate Clinical Trial Agreement to be negotiated by the Parties prior to initiation of such study. Such separate clinical trial agreement will include a detailed clinical development plan, including costs and time lines for conducting the Clinical Trial.

  • Regulatory Affairs Development and production of medical products and processes fall under the purview of the Food and Drug Administration (FDA) and research on these products involving animal or human studies is regulated by other laws, directives, and regulations. Project Awards under this Agreement that involve work in support of or related to FDA regulatory approval will address contingencies for Government access to regulatory rights in the event of product development abandonment or failure. Efforts conducted under this OTA shall be done ethically and in accordance with all applicable laws, directives, and regulations. The Government shall ensure performance includes regulatory expertise and guidance for candidate medical countermeasure development efforts:

  • Transition Planning The AGENCY will be responsible for the development of the student’s Transition Plan, which begins upon entry and is completed prior to the student’s exit.

  • Research and Development (i) Advice and assistance in relation to research and development of Party B;

  • Program Management 1.1.01 Implement and operate an Immunization Program as a Responsible Entity

  • Condominiums/Planned Unit Developments If the Mortgaged Property is a condominium unit or a planned unit development (other than a de minimis planned unit development) such condominium or planned unit development project such Mortgage Loan was originated in accordance with, and the Mortgaged Property meets the guidelines set forth in the Originator's Underwriting Guidelines;

  • Collaboration Management Promptly after the Effective Date, each Party will appoint a person who will oversee day-to-day contact between the Parties for all matters related to the management of the Collaboration Activities in between meetings of the JSC and will have such other responsibilities as the Parties may agree in writing after the Effective Date. One person will be designated by Merck (the “Merck Program Director”) and one person will be designated by Moderna (the “Moderna Program Director,”) together will be the “Program Directors”. Each Party may replace its Program Director at any time by notice in writing to the other Party. Any Program Director may designate a substitute to temporarily perform the functions of that Program Director by written notice to the other Party. The initial Program Directors will be: For Moderna: [***] For Merck: [***]

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